“Is a leader made or Born?”

 

“Is a leader made or Born?”

This is a question that has been included into the syllabi of every leadership school I have attended from Primary Leadership Development Course to the Senior Leader Course. There is no definitive answer to whether a person is born a leader or made a leader. Instead it seems that leadership is a combination of intelligence and aptitude.  For this post I will discuss the history of the study of leadership and also how the Biological approach and the humanistic approach would explain the personality traits that are associated with the subject of leadership.

            To understand leadership and the development or nurturing of it I thought it was important to look at the way leadership has been studied over the years. Two early foundations of the leadership concept are; philosophy and moral law.

            Leadership has numerous theoretical roots. Socrates in Plato’s Republic, said that the “leadership of civil institutions were to be reserved for the “specially” trained philosopher-kings, not to the ill-trained or uniformed masses who were meant to be followers.” (Hays, 1967)  Many military classes at West Point or The Naval Academy still quote Sun Tzu when discussing senior and subordinate relationships. Aristotle described moral conduct and behaviors that all leaders should poses, these “codes” influenced many great leaders notably Alexander the Great. Machiavelli describes the cruelty, dishonesty, and sometimes brutality that were shown by leaders in his book The Prince.

            Moral Codes affect many concepts of leadership. Marcus Aurelius spoke often of the moral and ethical responsibilities leaders were held too under the Roman Empire. Judeo-Christian teachings emphasize the divine source from which all leadership is derived from.      These teaching have emphasized the necessity for the up most ethical standards by all leaders.  Moral Codes were the foundations for the formation of the Japanese code of conduct known commonly as Bushido or the “The Warriors Way” which emphasized tenets such as honor, loyalty, and frugality. The west had a much similar concept known as chivalry which also emphasized the duty to your king, to your God, and to your women. In today’s Army Officers and Non-Commissioned officers are consistently judged on their moral and ethical standards.

 

             The psychological and trait approach to leadership can raise numerous questions about the development and the emergence of the leadership trait or quality. Using the biological approach or more specifically Hans Eysenck’s theory on personality a leader exhibits some of his personality dimensions on certain levels. The first being extroversion, a leader can usually be described as an A-Type personality. The leader is usually outspoken and can excel within the group dynamic, the leader is usually an outgoing person that has many contacts. Most leaders are usually not introverted, but in my experience I have seen some of the more effective leaders that were border line introverted. Much of their leadership was derived from charisma and their knowledge of their profession, this in turn prompted respect from their subordinates. Neuroticism is a trait that a leader does not want exhibit because having very strong emotional reactions to minor frustrations may not solve the problem but may in fact exacerbate the problem, especially with subordinates, because a leader needs to be a level headed person that weight facts objectively without investing to much emotional bias into the problem. But then again a leader does not want to display the psychoticism supertrait because he does not want to appear cold or impersonal to the subordinate. A good leader needs to be empathetic and show concern for them.

            The humanistic approach to leadership would say that the leader is in a position that he chooses to be in and that nobody is forcing him to take the responsibility that he has chosen to take. The humanistic approach would say that a leader takes personal responsibility for the actions he or she chooses to take or not take and in effect suffer the consequences of their action or bask in the glory that may come from the decision to act. From the humanistic perspective a psychologist may say that a leader is ineffective because they spend too much time planning on the future or reflecting on the past. The humanistic psychologist may also say that a leader should remember their past experiences but should not allow them to dictate what they are. We all know that much of leadership is derived from the experiences that they gain throughout their career.

            Leaders can be classified into different categories. The first category is the manner in which the leader achieves his or her position. In informal groups a leader may emerge from the group by asserting himself or herself.  This can be an example of the “born” theory, in which the individual is able to shut down his competition and take over. In the Army we often call this “initiative” and it is part of the Army’s definition of leadership which is; “the ability to influence others to accomplish the mission by providing purpose, direction, and motivation.” The charismatic leader is much like the emergent leader. The charismatic leader is that person that can walk into a room and all eyes turn to look and people seem to just gravitate towards.  The charismatic leader may not have the technical or the tactical experience that some other leaders may have but they still have the ability to influence people to follow them an example of this type of leader is Adolph Hitler.

            The second category is the more formal raise in the hierarchy of leadership.  The rise to a leadership position may either through a democratic process, such as our elected officials.  These leaders were “made” in the sense that they went through the education process and climbed through the ranks to get to that position. In the Army I came in as a private and served first as a rifleman, then progressed to the position of team leader, squad leader, platoon sergeant, and first sergeant.  In my experience it is important for a leader to progress through the ranks and serve in those positions where “the rubber meets the road”.  Each position capitalizes on the experience of the previous position. 

            An example of great leadership can be found in the movie We were Soldiers. In this movie Mel Gibson plays Lieutenant Colonel (LTC) Hal Moore the Commander of the 1^st Battalion, 7^th Cavalry. General Moore graduated from West Point in 1945 and attended graduate school at George Washington and Harvard University. Later in his career he taught at West Point where General Norman Schwarzkopf was one of his students.  General Schwarzkopf would later comment that General Moore was the biggest influence in his decision to become an Infantry officer. The 7^th Cavalry was the unit General George Armstrong Custer led in the Battle of the little big horn.  Prior to their deployment to Vietnam LTC Moore gives a speech to his Soldiers saying;  "Look around you, in the 7th Cavalry, we got a Captain from the Ukraine, another from Puerto Rico, we got Japanese, Chinese, Blacks, Hispanics, Cherokee Indian, Jews and Gentiles, all American. Now here in the States some men in this unit may experience discrimination because of race or creed, but for you and me now, all that is gone. We're moving into the valley of the shadow of death, where you will watch the back of the man next to you, as he will watch yours, and you won't care what color he is or by what name he calls God. Let us understand the situation; we're going into battle against a tough and determined enemy. I can't promise you that I will bring you all home alive, but this I swear: when we go into battle, I will be the first one to set foot on the field, and I will be the last to step off. And I will leave no one behind. Dead or alive, we will all come home together. So help me God."

LTC Moore was able to draw from his experiences leading Soldiers and from his education which taught him the principles of leadership. These experiences would later be passed on to his students at West Point. All leaders draw upon their experiences as a foundation for developing their own style of leadership. So is a leader made or born? With the proper education I believe that anybody has the potential to be a leader but at different levels of responsibility. Leadership is a lifelong process and when you think you have seen it all you get blindsided by some new situation or a subordinate that you just can’t seem to figure out.

Work Cited

Adams, N. M. (1992). The Prince. New York: W.W. Norton & Company.

Hays, C. S. (1967). Taking Command. Harrisburg: STACKPOLE BOOKS.

Retirement does not end the fire to continue to help Soldiers

I am often asked two questions the first being do I miss the Army. Do I miss the Army? The answer is “Yes” every day. It is not the institutional or organizational part of the Army that I miss what I miss is the Soldiers. I miss helping Soldiers resolve everyday problems, develop and grow personally and professionally, make a better life for themselves and their families. What many people don’t know about me is that I grew up in a single family home my mother would often work a day job and a night job, so our family time together was limited. We wore clothes from thrift stores and when school would start we would often see many kids getting new shoes and new clothes unfortunately we did not have many of these privileges. I saw the military as a way out of this life and as a way to better myself and learn those trades that would someday make me successful. I knew that in the military the only way to go was up and my potential was only limited to what I could and couldn’t do. So in 1989 I joined the Marine Corps and on June 5, 1989 I arrived at Marine Recruit Depot San Diego. For the next 13 weeks I learned teamwork, responsibility and how hard work would help me graduate and earn the honor to be called a Marine. I graduated and left to go to the School of Infantry where I was awarded the Military Occupational Specialty (MOS) 0311 Infantryman. My eight year career in the Marine Corps would take from serving in A Company 3^rd Reconnaissance Battalion in Hawaii to Sea Duty aboard the USS Enterprise (CVN-65).

PVT Eugene Hicks MCRD, San Diego Sept 1989

In 1997 I joined the Army after a one hour break in service (long enough for me to drive from Camp Pendleton to the Army Recruiting office in Oceanside, Ca) and enlisted in the Army as an 11B. I would lose a rank going from a Sergeant (E-5) to Specialist (E-4). My first duty station Schofield Barracks, Hawaii. I had a great time and quickly went from Specialist to Staff Sergeant and served as a light infantry squad leader spending entirely too much time on the big island wearing out more boots than I care to remember. Over the years my service would take from Korea to Fort Lewis, WA serving with 1st Battalion, 24th Infantry "Deuce Four" as a Platoon Sergeant and ending my caeer as an Infantry First Sergeant (E-8) on March 31, 2011 with 1st Battlion, 17th Infantry Regiment.

Platoon Sergeant A Company 1st Battalion, 24th infantry Regiment Mosul, Iraq 2004-2005
The Soldier to my left Sgt. Robert T. Ayres III, 23, of Los Angeles, died Sept. 29 2007 in Baghdad, Iraq

A Company 1st Battalion, 17th Infantry Regiment, FOB Frontenac, Afghanistan 2009 - 2010

So the second question I had told you about, how do you go from being an Infantry First Sergeant to being a social worker? This is a little easier to answer if you can believe that. I have begun to understand that there are many Veteran’s, Soldiers and family members that do not know how to ask for help. The stigma that is involved with seeking help because one does not want to appear weak is powerful still in today Army and as hard as the Army tries to change the perception the underlying current in the river is still prevalent with service members past and present. This has to be changed but how? It is Soldiers, Marines, Airmen and Sailors getting out there and when they see a member in crisis stepping and helping them find the help they need. It is directing them to people like me who can understand the things they saw in combat and how those feelings can be talked about in a manner that is therapeutic and helps in the recovery process.

I did one thing that I can only stress and did stress to all the Soldiers I came into contact with “GO TO SCHOOL”. No matter what you are doing make the time to attend a class here and there even if it is just one class twice a week make the time to attended. When I retired I had obtained my Bachelor of Arts in Psychology Degree from Saint Martin’s University in Lacey, WA and I was named a joint recipient of the Linda Fletcher Memorial Scholarship, a scholarship that is awarded to acknowledge and reward students who exhibit the special characteristics that are a part of the Saint Martin’s mission as well as help cultivate a strong community of learners among the University’s extension program students. I am now going through the admissions process at the University of Southern California for my Masters in Social Work where I will concentrate on learning how to deliver services such as mental health counseling, family therapy, crisis intervention, program development, and organizational consulting. My sub- concentration will be Military Social Work and Veteran Services which will prepare me to provide a full range of human services to the nation’s armed forces personnel, military veterans and their families. Had I not started and continued my education I can guarantee that my situation would be entirely different, especially in today’s economy. My success started when I went to the education office on post and asked for advice.

Saint Martin's University BA in Psychology

This is not why I write this post or do this blog to brag about what I have done but instead I write my story so that you know I am a true advocate for our warriors and my life was like many of yours but we have the power to shape our destiny and we have the power to help our fellow veterans. Thank you all for your dedication and care for our Soldiers. Remember the first step is yours!!!!

Afghanistan Battle Shows War Rarely Fought to Plan

Another article by our imbedded AP reporter Chris Torchia in Helmand.

CPT Kovalsky and me in Helmand 2010

A Co 1-17th INF from left CPT Michael Kovalsky (CO), 1SG Gene Hicks and LT Brian Zangenberger  (XO)

Afghanistan Battle Shows War Rarely Fought to Plan

NATO, Afghan troops plot their assaults each night but day brings the messy reality of war

By CHRISTOPHER TORCHIA

The Associated Press

BADULA QULP, Afghanistan

The intelligence said a Taliban commander planned to dispatch a suicide bomber against an American patrol base. But where? Would more than one attacker strike? What day and time? On foot, or in a vehicle that would pack more explosives?

The attack didn't happen as predicted last week in a farming area where Army units are supporting a U.S. Marine offensive against insurgents in Marjah in southern Afghanistan.

Could it happen later? Uncertainty is a certainty of war. As generals over the centuries have noted, no matter how much soldiers plan and try to impose order on the battlefield, reality rarely matches.

Over the past week, men belonging to the 5th Stryker Brigade and Afghan forces have swept through villages and compounds once held by Taliban fighters, advancing with painstaking caution to avoid casualties from booby traps and harassing fire.

In the military's innocuous-sounding jargon, the soldiers have cleared "objectives" and had "contact," which really means vicious firefights. They "engaged the enemy" and "possibly destroyed" snipers. The Taliban rarely leave their dead, if they are, in fact, dead.

At night, U.S. and Afghan commanders, with Canadian advisers, pore over maps based on satellite imagery as they plot the next day's assault. The mission has a start time and an estimated end. There are questions, comments. It has the feel of a classroom exercise, removed from the shouting, the diving and hugging of cover, the cacophony of battlefield bullets and machinery.

It's intellectual, with nothing of the fear, fury and exhilaration of men firing and taking fire.

A detachment from Alpha Company of the 1st Battalion, 17th Infantry Regiment got another taste of these contradictory currents when they moved through fields, irrigation ditches and mud-walled homes on Friday.

An Afghan villager told them the Taliban appeared the previous night with picks and shovels, possibly to hide homemade bombs and other booby traps. A soldier with a metal detector checked a wall where dirt had been freshly dug. Unfazed, the platoon bypassed it, following the point man like a trail of ants to avoid untested terrain.

All quiet, except for a barking dog.

"What's up dog? Want to fight?" a soldier said. Another joked about the suicide bomber report — the attacker could be anywhere, he said, maybe on the Pakistani border.

Up ahead, an American Stryker infantry carrier crossed a cord or string, a classic device used by insurgents for bombs known as Improvised Explosive Devices, or IEDs. A vehicle or person yanks the line unsuspectingly, and the hidden bomb detonates. In this case, nothing happened. Soldiers pulled the cord to see where it led. And pulled and pulled. Hundreds of meters of it, leading nowhere.

Sometimes, said 1st Sgt. Gene Hicks of Tacoma, Wash., insurgents put down line as a decoy to lure the Americans into another trap, or just to gauge the soldiers' patterns of behavior.

"Don't get blown up, PLEEAASE!!" Capt. Michael Kovalsky of Fords, N.J. said in a text message to Hicks, who was coordinating the operation from a communications truck in the front line.

"I won't," Hicks wrote. A 20-year military veteran, he's sparing with words.

The next set of compounds looked like trouble. Civilians, including two women in powder-blue, all-enveloping burqas, hurried from the looming shootout. Another intelligence report: Insurgents had concealed an anti-aircraft gun in one of the buildings, and would either use it on the "dismounts" — soldiers on foot — or on the vehicles as they rolled closer.

Troops on the ground tried to get a reconnaissance aircraft to take a look, but they couldn't immediately get through to the controllers. In the end, a false alarm.

Afghan soldiers approached, with half a dozen Strykers providing cover on their flank. Coordination between the two militaries slowed movement.

"There's not a job in the world that could be so exciting at one moment, so boring the next," drawled Hicks' fair-haired gunner, Staff Sgt. Van Forbes of Decatur, Ala. He ate sunflower seeds from a bag. Hicks chewed tobacco, spat into a plastic bottle.

Inevitably, gunfire began. Bullets bounced off at least one Stryker. Forbes fired bursts on his 50-caliber machine gun at a wall where two men in black were spotted. He wore safety glasses and cursed because his gun wasn't working properly. It was difficult to pinpoint the shooters.

"I can't see where it's coming from," Forbes said. The Afghan soldiers fired more freely, but the Americans couldn't identify their target. Then the Afghans, their Canadian mentors not far behind, moved into the Americans' line of fire.

"Want to make sure I'm not lighting up the Canucks," Forbes said.

"Frustrating," Hicks said.

More waiting. But sure enough, gunfire started up as scheduled.

The military vehicles rolled forward in a field, staying off trails in case IEDs were planted there. Hicks saw what looked like moist earth, a favored place for hiding bombs because it's easy to dig up the earth. Insurgents also pour water to break up the soil.

"See those two soft areas directly in front of us? Let's not run into those," Hicks said to his driver, Staff Sgt. Jorge Banuelos of Mission, Texas.

Surveillance from the air and ground, the high-tech and human kinds, yielded more circumstantial evidence of Taliban movements. A motorcycle moving in the area. Two vans heading away. A dark spot on the thermal imaging camera of a Stryker. Was it a person kneeling? Or maybe a flag blowing in the wind? In the bright sun, Hicks saw something: Is that an insurgent or a tree branch?

"Now look across the pasture here at those buildings. ... OK, now we're taking fire. ... Stand by to suppress those buildings," he said, headphones wrapped around his helmet, a microphone millimeters from his lips.

A plan and a schedule was made. At 1309 and 30 seconds, the Strykers would fire intensively to kill or force the insurgents to pull back. At 1310, Afghan troops would advance. The guns thudded, and Kovalsky gave the go-ahead to fire a light anti-tank missile at a building. The soldiers were delighted, as though getting to play with a new toy.

The missile made a loud noise, but didn't score a direct impact. Later, soldiers found a blood trail that suggested an insurgent sniper had been injured or killed. Was he even a sniper? He had a lot of targets, but didn't hit anyone.

"It could be just a guy who didn't have a Kalashnikov. It could have been an Enfield," Forbes said. "It could be a guy with a scoped rifle who doesn't know how to zero it."

Still, objective cleared.

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